SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY FOR THE PLANNING PERIOD TO

Transcription

1 Canadian War Museum, CWM Dm SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY FOR THE PLANNING PERIOD TO Including the OPERATING AND CAPITAL BUDGETS FOR AND PRO FORMA FINANCIAL STATEMENTS TO

2 TABLE OF CONTENTS 1. EXECUTIVE SUMMARY 3 2. CORPORATE OVERVIEW 10 Governing Legislation 12 Mandate 12 Governance Framework 13 Management Team 13 Program Alignment Architecture 14 Strategic Directions 15 Reporting Framework 16 Risk Management Framework 17 The Corporation and its Museums 17 Program Alignment Architecture Overview 20 Program 1: Exhibit, Educate and Communicate 20 Program 2: Collect and Research 22 Program 3: Corporate Management 23 Program 4: Accommodation STRATEGIC ISSUES 25 Environmental Scan 27 Summary of Performance 30 Opportunities and Threats 32 The Canadian History Hall REPORTING FRAMEWORK AND PERFORMANCE MEASUREMENT REPORTING 39 Overview 41 Program Alignment Architecture Outcomes and Strategies ( , ) based on 2009 Strategic Directions 43 Strategic Direction 1: Bringing the Museums to Canadians 43 Strategic Direction 2: Museological Excellence and Relevance 47 Strategic Direction 3: Focus on Results 51 Strategic Direction 4: Funding and Fundraising High Level Priorities and Key Projects for the Planning Period FINANCIAL STATEMENTS: TO Pro Forma Statement of Financial Position 61 Pro Forma Statement of Operations 62 Pro Forma Statement of Cash Flows 63 Pro Forma Statement of Changes in Net Assets 64 Summary of Operating and Capital Budgets 65 Operating and Capital Budgets by Activity 65 Operating and Capital Budget at Sub-Sub Activity Level 66 Total Revenues From On-Site Activities 68

3 1EXECUTIVE SUMMARY SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 3

4 Canadian Museum of History, IMG Dm SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 4

5 CORPORATE OVERVIEW The Canadian Museum of History, formerly the Canadian Museum of Civilization, is a Crown corporation established by amendments to the Museums Act, which received Royal Assent on December 12, These amendments changed both the name and the mandate of the Canadian Museum of Civilization, which had been established in the Museums Act of The 1990 Museums Act also established the Canadian War Museum as an affiliate of the Canadian Museum of Civilization. Use of the terms the Museums and the corporation in this document refer to the Canadian Museum of History as a corporate entity, and encompass both the Canadian Museum of History and the Canadian War Museum. Based in the National Capital Region, the Museums strive to expand public knowledge and to share Canada s rich history across the country and globally. This is achieved through exhibitions and programs, developed in-house and/or in partnership 1 with other Canadian and international institutions. They also reach out through a major educational website that includes the Virtual Museum of New France (VMNF), the Virtual Museum of Canada and the Online Works of Reference. Together, the two museums draw more than 1.6 million national and international visitors annually. CANADIAN MUSEUM OF HISTORY INITIATIVE The Government of Canada announced its intention to refocus, rename and rebrand the Canadian Museum of Civilization as the Canadian Museum of History in With the name change complete, the corporation is now in the process of implementing this significant transformation, which will unfold in stages over the next three years. To be completed in time for Canada s 150th anniversary of Confederation in 2017, the new Canadian Museum of History will be Canada s first museum dedicated entirely to our national history. The new Canadian History Hall, divided into 3 chronological Galleries encompassing 12,000 years of history, will have a continuous span of 44,000 square feet, covering 2 entire floors. It will showcase Canada s national treasures and contain exhibitions that preserve the memories and experiences of the Canadian people, exploring the events, people, themes and special objects that have helped shape the country, from earliest times to the present day. Adjoining the Canadian History Hall will be new gallery space dedicated to presenting exhibitions from a network of history museums from across the country. These new galleries will complement the existing Grand Hall and First Peoples Hall, which display the remarkable history of Canada s First Peoples and highlight the wealth of their modernday contributions. Three key strategies will guide the transformation: Research, Partnerships and Public Engagement. The Research Strategy calls for the expansion and strengthening of artifact collections and curatorial efforts relating to Canadian historical themes. The Partnerships Strategy will lead to the building of new bridges with other cultural institutions, allowing 1. For the purpose of this Corporate Plan, the terms partnership and partner refer to liaisons with other organizations with similar purposes to those of the Museum, as provided for in the Museums Act, Section 9 (1) (i) and as per the normal usage within the museum community. SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 5

6 the Museums to enhance their programming and reach new audiences across the country. The Public Engagement Strategy sets the stage for an enhanced relationship between the Museums, the Canadian public and renowned experts in Canadian history. The corporation has also announced the development of a $5 million Fundraising Campaign to supplement the one-time $25 million funding from the Government of Canada. The corporation launched a major public engagement project in October, 2012, that involved more than 24,000 people in sharing their views about how they think about history and what about Canadian history matters to them. The corporation has created a governance structure and core project team that will draw on internal and external experts on a series of working groups. Content development is well underway and the corporation recently retained a firm to design the exhibit. As its strategies and plans are further advanced, the Museum will develop specific performance measures that it will monitor and report on in Quarterly Reports to the Board of Trustees, the Corporate Plan Summary and the Annual Report. HISTORY MUSEUM NETWORK This Network was established to provide greater access to our heritage and history to all Canadians and museums across the country. According to the announcement, the Network will promote collaboration and co-productions, the sharing of artifacts, the development of new online projects and tools, and the exchange of professional expertise. The ultimate goal is to enhance public understanding of Canadian history from both a national and regional perspective, and to foster a common sense of identity throughout the country. The History Museum Network is to facilitate exchanges between institutions in Canada and to share their expertise and work in various partnerships at various levels. The Canadian Museum of History has taken the lead on this initiative and will provide a permanent secretariat to the Network, chair the meetings and ensure the leadership until the Network is fully established. In January 2014, the Network had its first meeting, and since then, the Network is growing. The Museum has dedicated a permanent space to display any Canadian exhibition from the institutions of the Network. As of October 31, 2014, there are 18 museum members, 5 affiliate museums and 5 federal partners. The Network has proven to be a success already with the collaboration in various projects, such as a partnership with the Canadian Museum of Immigration at Pier 21 for the creation of the Empress of Ireland Canada s Titanic, and working with the Royal British Columbia Museum on an exhibition entitled Gold Rush. Canadian War Museum, CWM Dm SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 6

7 STRATEGIC DIRECTIONS AND PRIORITIES FOR THE PLANNING PERIOD This planning period presents a unique reporting challenge. In April 2014, the Board of Trustees developed new strategic directions to better reflect the corporation s new mandate and guide the corporation s activities and programs during the transition to the Canadian Museum of History: Establish the Museum as a hub of Canadian history for Canada and the world. Connect Canadians to their history and reflect this personal connection in all aspects of the Museum experience. Develop a collection that better reflects Canada s history and distinctiveness. Engage dynamic partnerships and networks across Canada and internationally for mutual benefit. Ensure the Museum has the financial resources to carry out its mandate. The corporation aligns its plans, activities, performance goals, expenditures and reporting with the mandate established by Parliament and the Strategic Directions set by the Board of Trustees. The following Strategic Directions were approved in 2009: Bringing the Museums to Canadians. Museological Excellence and Relevance. Focus on Results. Funding and Fundraising. Based on this overarching direction and an environmental scan including detailed analysis of past performance and future opportunities and potential risks the corporation established the following overall goals: Complete the transformation to the Canadian Museum of History. Finalize the research and outreach strategies to align with the renewed focus on Canadian history. Continue to strive to enhance value and relevance to Canadians. Maintain public confidence in the management of public funds and stewardship of the national treasures. Enhance and broaden the National Collections. Make critical repairs and improvements to the two buildings. Commemorate events such as: In 2014 Centenary of the First World War; In 2017 Canada s 150th anniversary of Confederation. All results, targets and performance highlights for and are reported against the 2009 Strategic Directions. The new 2014 Strategic Directions, which are better aligned with the new mandate given to the Canadian Museum of History, have been communicated to the staff. Workplans will be developed to reflect the new Strategic Directions and the results of that work will be reflected in the Performance Indicators and Targets beginning in The new Strategic Directions will be fully integrated into the Corporate Plan Summary for to SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 7

8 PERFORMANCE HIGHLIGHTS The Corporate Plan Summary contains details on the Museums performance against targets in In , the Museums presented 10 temporary exhibitions in the National Capital Region including The Adventures of Mr. Potato Head, The Royal Proclamation and Peace The Exhibition. Partnerships continued to facilitate relationship building with all levels of government, national and international institutions, local communities, and the private sector. In addition to benefiting local and regional audiences, these activities provide important support to cultural venues and industries across Canada and abroad, disseminate a wide range of knowledge and help promote broader understanding of Canadian history and distinctiveness. In , the Museums presented 24 travelling exhibitions nationally and internationally. Examples include Expedition: Arctic and The Navy: A Century of Art. Other partnerships include Moving with the River (partnership with Parks Canada), Celebrating Canada s Arctic: Coin Collection (partnership with the Royal Canadian Mint), World Press Photo 13 (partnership with the Embassy of the Kingdom of the Netherlands), Korea 60 (partnership with the Canada Korea Society, Veterans Affairs Canada, Historica Dominion Institute and the Embassy of the Republic of Korea), and 1812 (sponsored by TD Bank Group and Ancestry.ca). The corporation also continues to practice disciplined managerial practices, respect for fiscal prudence, financial and operational planning, and reporting. The Performance Measurement Framework has enabled the corporation and its Board of Trustees to have a renewed focus on accountability in operational planning and reporting. FINANCIAL RESULTS Although the implementation of the fiscal plan addressed immediate financial pressures, the organization remains concerned about the announced budget freeze and the continued escalation of non-discretionary costs related to the management of its facilities, especially the costs related to Payment in Lieu of Taxes (PILT) that have significantly increased since the custody of the buildings was transferred to the Museum. The Museum s attendance has remained relatively flat in Revenues from operations are forecasted to be in line with prior year s results and budget. The Canadian Museum of History closed the Canada Hall in September The Museum continues to monitor the impact of this closure on attendance and has put in place mitigating strategies to alleviate some of the attendance reduction, such as adding temporary exhibitions. Canadian Museum of History, IMG Dm SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 8

9 OPPORTUNITIES AND THREATS The transformation to the Canadian Museum of History, Canada s 150th anniversary of Confederation in 2017 and the Centenary of the First World War represent unique opportunities to engage the country, to underline the importance of these key events, increase knowledge, understanding and appreciation of Canada s history, enhance interest in the Museums, and provide fundraising, partnership and outreach opportunities. Activities have already begun, but the goal leading to these anniversaries is to help Canadians and international visitors to celebrate and learn more about nation-defining events. Some examples include the temporary exhibitions 1867 at the Canadian Museum of History and The First World War in the Air at the Canadian War Museum. As outlined in Budget 2014, the funding and responsibility for the Virtual Museum of Canada (VMC) and the Online Work of Reference was transferred to the Canadian Museum of History. The increase in financial pressure on core resources and the annual government funding reductions from Strategic Review and Procurement Reform of approximately $4.2 million continue to be a challenge. Over the years, the corporation has been successful in reviewing its operations and finding ways to reduce costs or increase revenues to address some of its funding pressures. However, with the escalation of fixed costs, the corporation put in place a fiscal plan in to address the cost pressures while striving to continue to provide the quality of programs and exhibitions its visitors have come to expect and maintain its status as one of Canada s most respected museums. One of the most significant financial pressures the corporation is facing is related to the now 26-year old Canadian Museum of History which requires infrastructure renewal as building components are nearing the end of their lifecycle and require replacement. Commercial revenues are critical to support operational priorities and viability. They are highly dependent on attendance and are directly influenced by the travel market and fluctuations of the Canadian dollar. The results of visitor research studies will continue to help improve the visitor s value-for-money experience, while maximizing revenues. The construction of the new Canadian History Hall is expected to have an impact on revenues and attendance. The corporation will increase the number of temporary exhibitions it presents to partially offset the decrease in attendance related to the closed galleries. Equally important to the operational priorities and viability is fundraising. The corporation s Fundraising Plan, including a $5 million campaign for the transformation to the Canadian Museum of History, are opportunities to generate more interest from donors and sponsors. The corporation is placing a renewed emphasis on human resource planning, including succession planning. It successfully negotiated a new collective agreement with the Professional Institute of the Public Service of Canada (PIPSC) in The corporation also signed a three-year collective agreement with Public Service Alliance of Canada (PSAC) in the summer of 2013 with the same parameters. Canadian War Museum, CWM Dm SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 9

10 2CORPORATE OVERVIEW SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 10

11 Canadian War Museum, CWM Dm SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 11

12 GOVERNING LEGISLATION The Canadian Museum of History is a Crown corporation established by amendments to the Museums Act, which received Royal Assent on December 12, These amendments revised the mandate of the Canadian Museum of History, which had been established in the Museums Act of Under the revised Museums Act, the Canadian War Museum is still an affiliate of the Canadian Museum of History. Use of the terms the Museums and the corporation in this document refer to the Canadian Museum of History as a corporate entity, and encompass both the Canadian Museum of History and the Canadian War Museum. The corporation also operates the Virtual Museum of New France (VMNF), a web-based exhibition of digitized images and information. Under the Museums Act, the Canadian Museum of History is a distinct legal entity wholly-owned by the Crown that operates at arm s-length from the Government in its day-to-day operations, activities and programming. As a Crown corporation and as a member of the Canadian Heritage Portfolio, it contributes to the achievement of the Government of Canada s broad cultural policy objectives. The corporation is governed by the Crown corporation control and accountability regime established under Part X of the Financial Administration Act, and its corporate by-laws 1 and 2. It also complies with other statutes including: the Federal Accountability Act; the Access to Information Act; the Privacy Act; the Public Servants Disclosure Protection Act, the Criminal Code of Canada; the Official Languages Act and Regulations; the Canada Labour Code; and aligns with the Values and Ethics Code for the Public Sector through the corporation s Code of Conduct. The corporation reports to Parliament through the Minister of Canadian Heritage. MANDATE With the creation of the Canadian Museum of History by Royal Assent on December 12, 2013, Parliament gave the Canadian Museum of History the mandate to enhance Canadians knowledge, understanding and appreciation of events, experiences, people and objects that reflect and have shaped Canada s history and identity and also to enhance their awareness of world history and cultures. Together with the Canadian War Museum, the Canadian Museum of History will showcase Canada s national treasures and exhibitions that preserve the memories and experiences of the Canadian people, exploring the events, people, themes and special objects that have helped shape the country, from earliest times to the present day. It will also continue to present national and international temporary exhibitions. In support of the Government s broad cultural policy objectives, the Museums contribute to the vision of the Department of Canadian Heritage, one of a Canada where all Canadians can celebrate our rich cultural diversity, our shared experiences and values, and where all can gain a greater understanding and appreciation of our history, heritage, and communities. SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 12

13 GOVERNANCE FRAMEWORK The Museums Act provides for a Board of Trustees, whose 11 members are appointed by the Minister of Canadian Heritage with the approval of the Governor in Council. The Board has a vacant position therefore it currently has 10 members. The Trustees are selected from across the country. The Board, accountable to Parliament through the Minister of Canadian Heritage, provides broad strategic direction and oversight and meets regularly, including through an annual meeting that is open to the public. In fulfilling its responsibilities, the Board, with the assistance of 6 Committees and a Working Group, oversees the development and application of policies concerning corporate governance. MANAGEMENT TEAM The President and Chief Executive Officer, supported by an Executive Management team, is accountable for the day-to-day administration of the corporation s performance, long-term viability and the achievement of objectives. The corporation is a separate employer and employs 348 full-time employees as of August 31, BOARD OF TRUSTEES EXECUTIVE COMMITTEE AUDIT COMMITTEE DEVELOPMENT COMMITTEE FINANCE COMMITTEE GOVERNANCE COMMITTEE CANADIAN WAR MUSEUM COMMITTEE CANADIAN HISTORY HALL WORKING GROUP PRESIDENT AND CHIEF EXECUTIVE OFFICER CHIEF OPERATING OFFICER AND SENIOR VICE-PRESIDENT CORPORATE SECRETARY AND DIRECTOR OF STRATEGIC PLANNING VICE-PRESIDENT AND DIRECTOR GENERAL, CWM VICE-PRESIDENT AND DIRECTOR GENERAL, CMH VICE-PRESIDENT, CORPORATE AFFAIRS VICE-PRESIDENT, DEVELOPMENT VICE-PRESIDENT, HUMAN RESOURCES SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 13

14 Canadian War Museum, CWM Dm PROGRAM ALIGNMENT ARCHITECTURE The fully-integrated Programs are designed to support the realization of the corporation s mandate under the Museums Act. Should any adjustments be required as a result of the transition to the Canadian Museum of History and the new Strategic Directions by the Board of Trustees, they will be made in the next Corporate Plan Summary. The four key programs and sub-programs, along with their expected outcomes and key results are: STRATEGIC OUTCOME Enhanced knowledge, understanding and appreciation of events, experiences, people and objects that reflect and have shaped Canada s history and identity; and enhanced awareness of world history and cultures. PROGRAMS Exhibit, Educate and Communicate SUB-PROGRAMS ACTIVITIES Exhibitions; Programs; Publications; Communications Collect and Research Collections; Research; Library and Archives Corporate Management Revenue Generating Activities; Corporate Services; Governance Accommodation Facilities Management; Capital Projects SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 14

15 STRATEGIC DIRECTIONS Canadian Museum of History, IMG Dm In April 2014, the Board of Trustees developed new Strategic Directions to guide the corporation s activities and programs. The new Strategic Directions, which are better aligned with the new mandate given to the Canadian Museum of History, have been communicated to staff, who will develop workplans that will be reflected in the performance indicators and targets beginning in These new Strategic Directions will be reflected in the Performance Indicators and Reporting. The Board s New Strategic Directions are: 1. Establish the Museum as a hub of Canadian history for Canada and the world. 2. Connect Canadians to their history and reflect this personal connection in all aspects of the Museum experience. 3. Develop a collection that better reflects Canada s history and distinctiveness. 4. Engage dynamic partnerships and networks across Canada and internationally for mutual benefit. 5. Ensure the Museum has the financial resources to carry out its mandate. The Canadian Museum of History and its affiliate the Canadian War Museum will continue to adjust their activities to achieve the Strategic Directions of the Board of Trustees. The Board approved the following four Strategic Directions in June The Board s Strategic Directions are: 1. Bringing the Museums to Canadians To expand efforts to become better known, more accessible and increasingly relevant across the country and internationally through innovative and engaging museum initiatives and outreach programs. 2. Museological Excellence and Relevance To broaden the national collections and curatorial research to better reflect and present national narratives, symbols and achievements through the social, cultural, human, military and political history dimensions of Canadian life. 3. Focus on Results To continue to employ disciplined managerial practices, while also being flexible and responsive to changing conditions. Staff will develop tools and procedures to enable more effective reporting on activities and outcomes. 4. Funding and Fundraising To seek to increase financial resources through a variety of supplementary funding sources, notably business sponsorships, partnerships, philanthropy solicited in all regions of the country, and commercial revenues. For the purpose of this Corporate Plan, Results and Performance Indicators for and will reflect the 2009 Strategic Directions. SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 15

16 REPORTING FRAMEWORK The corporation implemented a Performance Measurement Framework in Since that time, performance measurement has become integral to planning and reporting in Quarterly Reports to the Board of Trustees, the Corporate Plan Summary and the Annual Report. It is in keeping with the Government of Canada s priorities and policy objectives to demonstrate openness, transparency and accountability. It also demonstrates the value of public funding and public services, and their relevance to Canada and to Canadians. In early , the corporation finalized a new Performance Measurement Framework, which includes revised performance indicators, and it was implemented in September Although plans are still in the development phase and the specific measures have yet to be finalized, the corporation has already begun reporting on the transformation as part of its quarterly report to the Board of Trustees. All results, targets and performance highlights for and are reported against the 2009 Strategic Directions. The new 2014 Strategic Directions, which are better aligned with the new mandate given to the Canadian Museum of History, have been communicated to the staff. Workplans will be developed to reflect the new Strategic Directions and the results of that work will be reflected in the performance indicators and targets beginning in The new Strategic Directions will be fully integrated into the Corporate Plan Summary. The planning and reporting against the 2014 Strategic Directions will be fully implemented in the Corporate Plan Summary. Canadian Museum of History, IMG Dm SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 16

17 RISK MANAGEMENT FRAMEWORK Risk management is a key aspect of sound corporate governance and informs effective decision making. It focuses on organizational-level risks and contributes to the achievement of the corporation s overall objectives. Canadian War Museum, CWM Dm THE CORPORATION AND ITS MUSEUMS CANADIAN MUSEUM OF HISTORY The lineage of the Canadian Museum of History can be traced back to May 16, 1856, when the Province of Canada granted the Geological Survey of Canada a legal mandate to establish the first Provincial Museum (eventually the National Museum of Canada). On April 1, 1968, the National Museum of Canada was divided into three museums: the National Museum of Man, the National Museum of Natural Sciences and the National Museum of Science and Technology. Together with the National Gallery, they became part of the National Museums of Canada Corporation. On June 29, 1989, the Canadian Museum of Civilization was opened to the public. For the visiting public, it is most renowned for its permanent galleries, its architecture and its riverside setting which affords a panoramic view of Parliament Hill. It is also home to the Canadian Children s Museum and the CINÉ+. In 1990, the Canadian Museum of Civilization and its affiliate the Canadian War Museum, along with the three other national museums each became separate Crown corporations, with their own Boards and Directors (Chief Executive Officers) under the Museums Act. In 2012, the Government of Canada announced that the Canadian Museum of Civilization would be given a new mandate and renamed as the Canadian Museum of History. Amendments to the Museums Act, which placed a renewed focus on the shaping of Canada, received Royal Assent on December 12, Through the amendments to the Museums Act, the Government of Canada entrusted the corporation with the responsibility of preserving and promoting Canadian history and current life in Canada in its human, social, cultural, military and political dimensions. It operates in two distinct facilities, one housing the Canadian Museum of History and the other housing its affiliate, the Canadian War Museum, which is Canada s national museum of military history. It also operates the Virtual Museum of New France, a web-based exhibition of digitized images and information. Today, they are the most visited museums in Canada with combined attendance averaging about 1.6 million visitors a year. CANADIAN WAR MUSEUM With roots stretching back to 1880, the responsibility for the War Museum was formally transferred to the Human History branch of the National Museums of Canada (now the Canadian Museum of History) in In 1967, the War Museum occupied its first special purpose exhibition building at 330 Sussex Drive. Expanding collections and public interest led to a major museum building project on LeBreton Flats, opening on May 8, Under the Museums Act, the Canadian War Museum is an affiliated Museum of the Canadian Museum of History. SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 17

18 The War Museum is Canada s national museum of military history and welcomes an average of 470,000 visitors a year. Its exhibitions and public programs help Canadians understand their military history in personal, national, and international dimensions. It emphasizes the human experience of war to explain the impact of organized conflict on Canada and Canadians and describes how, through conflict and peace support operations, Canadians have influenced the world around them. It also houses the Military History Research Centre, a vast collection of Canadian war art, and one of the world s finest collections of military vehicles and artillery. VIRTUAL MUSEUM OF NEW FRANCE The Virtual Museum of New France became an affiliated museum in This online exhibition was created in 1997 to promote the history of New France, to disseminate knowledge, and to acquire, conserve and interpret the collections related to New France. In an effort to demonstrate a commitment to scholarship and public outreach, this online exhibition saw a major renewal which included archiving information, reviewing text and uploading it to the website, selecting images and promoting the exhibition. It is a comprehensive, authoritative and accessible source of information about New France. Every page was written by a scholar and reviewed by other experts. VIRTUAL MUSEUM OF CANADA AND ONLINE WORKS OF REFERENCE The Virtual Museum of Canada (VMC) consists of three programs: Virtual Exhibitions, Community Memories and a Teacher Center, all of which are accessible on the VMC website. The effective date of the transfer was September 30, The Online Works of Reference consist of two funding streams to support the Dictionary of Canadian Biography, managed by the University of Toronto and the Université Laval, and the Canadian Encyclopedia, managed by Historica. The transfer of the Online Works of Reference to the Canadian Museum of History became effective on August 29, Canadian War Museum, CWM Dm SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 18

19 Canadian Museum of History, IMG Dm SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 19

20 PROGRAM ALIGNMENT ARCHITECTURE OVERVIEW PROGRAM 1: EXHIBIT, EDUCATE AND COMMUNICATE PERMANENT EXHIBITIONS The Canadian Museum of History The Grand Hall: Displays some of the world s largest indoor totem poles and includes the major installation of six Pacific Coast Aboriginal house facades, whose interiors contain exhibitions on contemporary and historical cultural issues. The First Peoples Hall: The largest museum presentation of Aboriginal history and culture in Canada showcases more than 1,500 historical objects and works of art, and 500 documents and illustrations. The Canada Hall and the Face to Face: Canadian Personalities Hall (the future Canadian History Hall) These exhibitions closed in 2014 for 16 months and will reopen as the Canadian History Hall in 2017 to coincide with the commemoration of the 150th anniversary of Confederation. The 44,000 square foot space will house Canada s national treasures, and present the comprehensive and chronological story that shaped Canada and Canadians. This will be the largest and most comprehensive museum exhibition on Canadian history ever developed. The Virtual Museum of New France: This online exhibition presents the history of New France, and explores Canada s first inhabitants, their daily life, culture and civilization. The Canadian War Museum The Canadian Experience Galleries: The permanent exhibition consists of four galleries which tell the chronological story of Canadian military history. The Royal Canadian Legion Hall of Honour: This permanent exhibition describes Canada s history of honouring and military remembrance. The LeBreton Gallery: The world s largest collection of historic Canadian military vehicles and related equipment is displayed in this gallery. TEMPORARY AND TRAVELLING EXHIBITIONS Temporary exhibitions expand upon issues not covered, or not covered thoroughly, within the permanent galleries. They are an important means of sharing Canadian stories and symbols and offer Canadians an opportunity to gain a better understanding of their place in the world. They are also a means for national and international museums to present their history and culture to Canadians, and pave the way to building relationships and partnerships. Travelling exhibitions are temporary exhibitions that have been adapted to travel to a wide range of cultural venues, across Canada and internationally. They provide an in-depth study and exploration of Canadian history by showcasing the touchstones those seminal experiences, personalities and objects that shaped Canada and Canadians. They also facilitate partnerships and co-productions with other institutions thereby providing an avenue for dissemination about Canadian history that would not otherwise be possible. SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 20

21 PROGRAMS Public programs focus on providing broader or specialized perspectives on special exhibition themes or subjects about Canada s history, and Canadian and world cultures. They also highlight seasonal events, anniversaries or issues of national importance. The public programs offered include artistic programs such as films, lectures and book launches. Other programs include family and interactive programs such as sleepovers at the Canadian Children s Museum and the Canadian War Museum, and guided tours. The Museums also have two specialized programs: a curriculum-based program and a volunteer program. The first program is informed by the curricula in the areas of social studies, history and geography. The second program, such as the Canadian War Museum s Witness History program, allows visitors to speak with veterans and other volunteers who have experienced history first-hand. Together, they are significant to the achievement of the Museums mandate to disseminate knowledge, foster appreciation and add value to the museum experience by providing visitors an opportunity to interact, explore exhibition themes and engage in various learning approaches and styles. PUBLICATIONS Publishing is a vital tool in communicating the results of research and exhibitions. The corporation disseminates information relating to its research disciplines and exhibitions through its in-house and co-publishing programs. In an effort to be recognized as a national leader in research and interpretation, the publishing program ensures that the knowledge generated through supported research and exhibition programs is shared with as many people as possible. As a national institution, this program contributes to academic excellence, furthering research within the Museums and beyond, including the Canadian and international academic community. This program also helps inform Canadians and others about Canada s heritage and history. For this reason, the Museums have focused closely on scholarly publications or those tied explicitly to the production of major exhibitions. COMMUNICATIONS The Museums share their museological knowledge and expertise with others and respond to a multitude of enquiries every year from museum professionals across Canada and abroad. Professional expertise is shared by speaking at corporate events, by participating in meetings, conferences and workshops organized by museums, institutions, historical societies and other community groups. In addition, there are a number of employees who sit on outside boards and committees relevant to the corporation s mandate and activities. Examples include the International Council of Museums (Canada) and the Ontario Museums Association. The Museums also undertake a number of community outreach activities aimed at specific groups, such as cultural institutions, other museums, educators, philatelists and early childhood education associations. The Museums work is brought to the forefront through guided tours and presentations of the collection vaults and conservation laboratories, and through behind the scenes locales and VIP Visits programs. Both venues also host events, such as the Genie Awards Gala, Royal visits, Citizenship ceremonies, the Parliamentary Press Gallery Dinner, the Change of Command ceremonies, the Nijmegen March Send-Off event and Australian and New Zealand Army Corps Day ceremonies. These programs and events enable the Museums to build relationships and partnerships with key groups, stakeholders, and professional museum and academic communities. They also help broaden Canadians understanding of history, reach out to more communities and target new audiences thereby attracting more visitors and increasing the Museums visibility. Canadian Museum of History, IMG Dm SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 21

22 PROGRAM 2: COLLECT AND RESEARCH COLLECTIONS There are nearly four million artifacts in the disciplines of archaeology, cultural studies, ethnology, history, postal history and military history, including oral history, housed in collection vaults. These collections, along with the knowledge base that supports and expands them, are the Museums greatest physical asset. Artifacts are acquired through fieldwork, donations and purchases supported by the corporation s National Collection Fund. The collections are continually enhanced with new acquisitions, in accordance with the Museum s mandate. Most of these are donated by generous and proud Canadians or gathered while conducting fieldwork. There are hundreds of artifacts loaned to other museums and institutions across Canada and internationally for display on a short-or long-term basis. RESEARCH The Museums ensure that their research capacity remains strong and focused. Research advances understanding of Canada s history and military history. It enriches the knowledge base and is disseminated in exhibitions, publications, conference presentations, scholarly and popular books, articles, on-line products, public programs for the general public and other programming. Partnerships, museum scholarship and research programs, such as the Research Fellowship Program and the Canadian War Museum s Research Program, enable the Museums to share their collections and results of its research with Canada and the world. material studied, collected and disseminated, and will act as principal vehicle for cooperation and communication. The Strategy is oriented around 3 main themes: Meaning and Memory; First Peoples; Compromise and Conflict. Together these themes establish strategic direction and priorities, as well as objectives and selected examples of measurable outcomes. LIBRARY AND ARCHIVES The Canadian Museum of History s Library and Archives and the Canadian War Museum s Military History Research Centre manage libraries, and textual, photographic and audiovisual material. Such material includes field notes, research reports, transcribed interviews, artifact and exhibition documentation files, sound recordings, historic and contemporary images and photographs. The Research Strategy is the first joint strategy produced between the Canadian Museum of History and the Canadian War Museum. It will affect all museum offerings and core activities. This initiative will focus and coordinate research activities at both Museums over a ten-year period. It will guide and orient subjects and types of Canadian War Museum, CWM Dm SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 22

23 PROGRAM 3: CORPORATE MANAGEMENT REVENUE GENERATING ACTIVITIES AND FUNDRAISING The Canadian Museum of History and the Canadian War Museum operate as one entity to manage their commercial operations. Such activities as admissions, CINÉ+, retail operations, facility rentals, membership sales, food and beverage commissions, parking fees and membership fees, generate approximately $13-14 million each year. This significantly contributes to financial sustainability. It also provides an avenue to build relationships with corporations, foundations and associations in the private and public sectors to gain support for temporary exhibitions, collections, conservation, education and public programs. Sponsorships, partnerships, fundraising and philanthropy help raise public awareness. They provide an opportunity to engage new audiences and community and business leaders, and an opportunity to enhance temporary exhibitions, collections, conservation, education and public support. For this reason, the corporation has developed a new Five-Year Fundraising Plan. CORPORATE SERVICES The corporation continues to be committed to sustaining a strong financial and operational foundation for the delivery of quality museum services. In addition to fostering excellence and incorporating best practices on an ongoing basis, a major recent accomplishment was to build strong performance measurement and reporting framework, with accountability at the core of operational planning and reporting. Year-end audits and the Special Examinations by the Office of the Auditor General of Canada, as well as regular internal audits, confirm that there is an effective management control framework in place. In its management of human resources, the corporation is committed to a learning culture that promotes continuous development and training, and provides the necessary tools to adapt to the ever-changing environment. It works proactively with its unions, the Public Service Alliance of Canada and the Professional Institute of the Public Service of Canada, to address and resolve issues of concern, and maintain a meaningful, professional and positive work climate. The corporation actively promotes the Government of Canada s Official Languages policy through appropriate second language training and validation testing. It continues to meet the high standards of client services to the general public, in both official languages. GOVERNANCE The Canadian Museum of History and its affiliate the Canadian War Museum are established under the Museums Act. Appointed by the Minister with the approval of the Governor in Council, the 11 members of the Board of Trustees provide broad strategic direction and oversight to guide the activities and programs. This is achieved through quarterly meetings of the Board of Trustees, regular committee meetings and teleconferences as the need arises. As required by the Financial Administration Act, one meeting is a public meeting that took place in Charlottetown, Prince Edward Island, on June 23, The President and Chief Executive Officer, supported by an Executive Management Team, is accountable for the day-to-day administration of the Museums. SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 23

24 Canadian Museum of History, IMG Dm PROGRAM 4: ACCOMMODATION FACILITIES MANAGEMENT The operation and maintenance of mechanical and electrical systems to maintain the specialized interior conditions is crucial to the preservation of the collections. This requires a significant investment in skilled labour and equipment. Over the past 18 years, operational efficiencies have been implemented which resulted in being consistently recognized as a benchmark for operational cost per square foot and as a leader in industry best practices. CAPITAL PROJECTS The facility housed by the Canadian Museum of History in Gatineau, Quebec has been open to the public for 25 years. The Canadian War Museum in Ottawa, Ontario has been open to the public for 9 years. Both facilities are heavily used, requiring substantial and continuing capital repairs to ensure the operation and maintenance of their buildings and collections, the health and safety of their visitors and employees, and to remain current with technological trends and aesthetically appealing to their visitors and employees, and future generations. SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 24

25 3STRATEGIC ISSUES This section presents an analysis of the strategic issues facing the Museums over the planning period. It includes an external and internal environmental scan, which identifies strengths, weaknesses, opportunities and threats. It is on the basis of this assessment that the corporation sets its future performance priorities, goals and targets. SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 25

26 Canadian War Museum, CWM_ _007 SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 26

27 ENVIRONMENTAL SCAN A broad range of factors affect public institutions, including the Canadian Museum of History and the Canadian War Museum. Factors in the external environment influence policy decisions, consumer choices and social values; factors in the internal environment also profoundly affect the organization s ability to achieve its goals. EXTERNAL ENVIRONMENT Economy and Tourism The Canadian Museum of History and the Canadian War Museum, the most visited museums in Canada, are highly dependent on attendance, which is directly influenced by the Canadian and global economies and the travel and tourism market. Continuing uncertainty means that the Museums need to continue to find innovative ways to attract and engage visitors through outstanding exhibitions, programming and focus on the visitor experience. In the March 2014 document entitled Tourism Industry Survey in Advance of the Canadian Tourism Marketing Summit, HLT Advisory highlights various areas of concerns and/or challenges for the Canadian tourism industry. Canadians are travelling within their own country. This presents a challenge and opportunity for Museums. The challenge is remaining relevant and attracting visitors with exhibitions that are world class. The opportunity is to present the Canadian story to Canadians. The museums need to find a creative way of doing that by presenting various special and temporary exhibitions. According to HLT Advisory, Canada continues to hold a spot among the top twenty most-visited international destinations. Canada positioned itself at number 16: Ontario, British Columbia and Quebec were the gateway for 80%+ of the international visitors. Social and Demographics Canada will experience significant demographic shifts in the coming years. This shifting demographic make-up brings with it challenges and opportunities. As Canada becomes more diverse, the need for dialogue and cultural understanding has become increasingly important. This, in addition to the profound changes in leisure patterns and the increased competition for leisure expenditures, has challenged the Museum with remaining relevant to a broad audience. At the same time, Canadians are being better informed than ever on Canada s history, values, symbols and national institutions through the citizenship application process. Technology The Museums rely heavily on technology to fulfill their mandate, and technology continues to advance at a rapid pace. This requires the corporation to make ongoing investments in order to remain relevant and a reliable source of information. Changes to Government policies and directives on IT and privacy such as the Standard on Privacy and Web Analytics have an impact on the Museums; their impacts remain to be fully analyzed and may require the development of a mitigation strategy. We continue to update and facilitate uses of the website, online ticket purchases and information gathering. The use of technology within the Museums ranges from the promotion of the museums throughout various resources like the website, and social media such as Facebook and Twitter, to audio guides, which are available to our visitors through an app that is downloaded onto any smartphone. These guided tours are offered in various languages and for various galleries. Relevance Canadians like to see their communities reflected in the National Capital Region, and they also want to recognize national achievements and narratives in their own regions. This places greater importance on the Museums ability to collect, conduct research and exhibit more about Canadian history and society and to do so more widely across the country. SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 27

28 Reputation The quality and scope of the Museums collections, research and exhibitions attract regional and international partners and has resulted in the highest attendance of any museum institution in Canada. More than half of the 1.6 million annual visitors are Canadians from outside the National Capital Region. Therefore, on-site visitorship is as important as outreach efforts. Government All Crown corporations report to Parliament through a designated Minister for financial and legal purposes, and are required to contribute to broad policy objectives (but not operational content decisions). The corporation has developed and maintained relationships with Government departments that touch on its mandate. INTERNAL ENVIRONMENT Workforce Capacity Effective planning has enabled the corporation to create a relatively young and stable team of executives and senior managers. However, professional staff in some of the Museums core subject areas is nearing retirement. It will be essential to attract and retain top-quality employees in these areas. The corporation is completing a human resources strategic plan, including updating core competencies and the succession plan. Exhibitions Exhibitions are an important means of presenting domestic and international history, stories, symbols, seminal experiences, personalities and objects. They enable visitors to gain a better understanding of a specific subject matter in Canada or abroad. The former Canada Hall and Face-to-Face: The Canadian Personalities Hall both closed in 2014 in order to begin work on the new Canadian History Hall. The former Canadian Postal Museum has been converted to a new permanent exhibition space for Canadian museums to showcase exhibitions on Canadian history that originate in their respective regions, and, once open in 2017, to expand upon the themes presented in the Canadian History Hall. It is important for the Museum to continue to attract visitors. The Museum will continue to present international exhibitions like The Greeks Agamemnon to Alexander the Great and The Vikings. Collections The national collections are the Museums most important assets. They are held in trust for present and future generations, and inform research and programming. While the collections are exceptionally strong, there will be a renewed focus on Canadian acquisition initiatives. Travel and Hospitality In 2015, Crown corporations aligned their travel and hospitality policies, practices, and guidelines with those of Treasury Board Secretariat. The Museum s policies already aligned to Treasury Board Secretariat s requirements, and will continue to do so while maintaining transparency to the public in its operations in a manner that is consistent with their legal obligations. Progress in Implementation The corporation introduced a new Travel, Hospitality, Conference, Training and Event Expenditure Policy. Changes to the existing policies focused mainly on the unique delegation of authority frameworks for travel, hospitality, conference and event expenditures. Transparency and Communications In terms of proactive disclosure, the corporation currently publishes the travel and hospitality expenses incurred by the President and Chief Executive Officer and the Chief Operating Officer on its website. This disclosure will be expanded to include the corporation s Vice Presidents as well as the Chair and members of the Board of Trustees. The new Travel, Hospitality, Conference, Training and Event Expenditure Policy will also be published on the website. SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 28

29 Financial Resources Over 81% of the total funding is through an annual appropriation from the Government of Canada; the remaining 19% is through non governmental revenues. This figure illustrates the distribution of the corporation s expenditures. Forty-four percent of its resources are spent on operation and maintenance of the Museum buildings, 38% on the core mandate activities which include collection, research, and the dissemination of knowledge, 10% on information technology, finance, human resources and governance, and 8% on revenue generating activities which include fundraising and the operation of boutiques, restaurants and facility rentals, etc. Fundraising Fundraising remains a high priority, but continues to be a challenge. The corporation has developed a new Five-Year Fundraising Plan and expects to capitalize on the launch of the new museum opportunities created by the renewed mandate. Total Expenditures by Program Activity 44% ACCOMMODATION 8% REVENUE GENERATING ACTIVITIES 10% CORPORATE MANAGEMENT 25% EXHIBIT, EDUCATE AND COMMUNICATE 13% COLLECT AND RESEARCH Stewardship The corporation demonstrates its commitment to a strong financial and operational foundation for the delivery of quality museum services by building accountability into operational planning and reporting, fostering excellence and incorporating best practices. During its 2013 Special Examination, the Office of the Auditor General concluded that the corporation has maintained systems and practices to provide reasonable assurance that: Its assets are safeguarded and controlled; Its resources are managed economically and efficiently; Its operations are carried out effectively. The President and Chief Executive Officer participates in the Council of Museum CEOs, which is a forum designed to facilitate collaboration with the other National Museums to reduce costs, increase revenues and maximize strategic opportunities. Canadian War Museum, CWM Dm SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 29

30 SUMMARY OF PERFORMANCE The Summary of Performance identified in this section is broken down in two sections. The first is drawn from the actual performance results, based on the Reporting Framework outlined in Section 2, Corporate Overview. Further detail is provided in Section 4, Reporting Framework and Performance Measurement Reporting. STRATEGIC DIRECTION 1: BRINGING THE MUSEUMS TO CANADIANS Related Programs: Exhibit, Educate and Communicate; Collect and Research SUMMARY OF PERFORMANCE ANALYSIS Five performance indicators were in line with the targets. This was achieved through the numerous exhibitions travelled across Canada and abroad, virtual attendance to the Virtual Museum of New France and websites, media presence and artifact loans. These results enabled the corporation to expand its efforts to become better known and more accessible. It also increased the corporation s relevance across the country and internationally. Two performance indicators were not in line with the target. Objectives relating to on-site and paid attendance were not met due to a decrease in tourism, coupled with lower than expected attendance for two major special exhibitions. Attendance s projections will be reviewed for the coming fiscal year should this trend continue. STRATEGIC DIRECTION 2: MUSEOLOGICAL EXCELLENCE AND RELEVANCE Related Programs: Exhibit, Educate and Communicate; Collect and Research SUMMARY OF PERFORMANCE All three performance indicators were in line with the targets. This was achieved through permanent modules and temporary exhibitions, key research projects and artifact acquisitions allowing the corporation to broaden its national collections and its curatorial research to better reflect national narratives, symbols and achievements. ANALYSIS All of the established objectives were met; therefore there were no identified weaknesses. STRATEGIC DIRECTION 3: FOCUS ON RESULTS Related Programs: Corporate Management; Accommodation SUMMARY OF PERFORMANCE Two of four performance indicators were in line with the target. This was achieved through the number of capital projects approved by the Board of Trustees. These projects enabled the Museums to ensure the health and safety of visitors and staff, and to renew an infrastructure that has or is nearing the end of its lifecycle. ANALYSIS Two performance indicators were not in line with the target. Performance goals were realigned to give priority to the Canadian History Hall project and the commemorations related to the anniversary of the First World War. The audit variance is attributed to the broadening of the scope of the Audit of Cash Handling. STRATEGIC DIRECTION 4: FUNDING AND FUNDRAISING Related Programs: Corporate Management SUMMARY OF PERFORMANCE One of two performance indicators was in line with the target. This enabled the corporation to increase its financial resources through a variety of supplementary sources such as partnerships and revenue generating activities. ANALYSIS One performance indicator was not in line with the target. Fundraising activities were below target in the areas of sponsorship and major giving. A new fundraising plan covering the next five years has been developed. SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 30

31 Canadian Museum of History, IMG Dm SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 31

32 OPPORTUNITIES AND THREATS This section presents an overview of the main opportunities and threats the corporation expects to face during the planning period. The Canadian History Hall is an exciting opportunity for the Museum and will be completed in Given the significance of the transformation project, a separate section is included, following a summary of the other key opportunities and threats facing the Museum during the planning period. COMMEMORATIVE ANNIVERSARIES Canada s 150th anniversary of Confederation in 2017 is a major opportunity to engage the country in its history, to engage the public, to seek private and public sector support and to increase its partnership and outreach activities. The new Canadian History Hall will open in 2017 to commemorate Canada s 150th anniversary of Confederation. This key milestone will be commemorated by presenting exhibitions such as Terry Fox, 1867, Empress of Ireland and Canada 150, including travelling exhibitions, programs and activities at regional locations across the country and abroad. Of equal importance is the commemoration of the Centenary of the First World War. The exhibitions related to this anniversary include Peace, 1763, The Last Hundred Days, World War Women and Vimy Ridge and The Global War. In addition to permanent, temporary and travelling exhibitions for the Centenary, the corporation is also planning web-based projects, publications and events. FINANCIAL PRESSURES The escalation of non-discretionary fixed cost pressures, notably gas, electricity, Payment in Lieu of Taxes (PILT) and the capital repairs required for both buildings particularly the Canadian Museum of History facility which has been open for 26 years continues to be a challenge. This coupled with funding reductions through exercises such as the Strategic Review and Procurement Reform have significant implications on the functioning and management of the corporation. With the escalation of fixed costs, the corporation developed a fiscal plan in to address its cost pressures while also striving to continue to provide quality programs and exhibitions that visitors have come to expect. This is key to maintaining the status as one of Canada s most respected museums. Through a review of its activities in , specific measures were identified to address the gap between planned expenditures and expected revenues. Each measure was carefully assessed to ensure the core mandate was protected and had a minimal impact on affected employees and visitors. FACILITIES The corporation manages two significant properties; the Canadian Museum of History and the Canadian War Museum buildings. Both buildings house invaluable Canadian treasures that must be kept in very specific environmental conditions to ensure their conservation for future generations. In addition, both buildings must be safe and secure for the public, the employees and the artifacts. Canadian War Museum, Vimy_ SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 32

33 REVENUE GENERATING ACTIVITIES AND FUNDRAISING Earned Revenues Commercial revenues, which include admissions, parking, facilities rental, food concessions, giftshop sales and membership income, generate approximately $14 million each year and are critical to support operational priorities and the Museums viability. They provide an avenue to build relationships with corporations, foundations and associations in the private and public sectors to gain support for temporary exhibitions, collections, conservation, education and public programs. They are highly dependent on attendance and are directly influenced by the travel and tourism market. To mitigate the risk of lower attendance and revenues, the corporation must maintain its existing visitor levels and work towards engaging new visitors. The corporation will also continue to seek cost efficiencies, create programs and activities to extend its reach in an ever-changing society, and adjust its visitor research, marketing and programming to remain competitive, relevant and a compelling destination in the leisure and education marketplace. Some examples include commemorative events such as the Centenary of the First World War, and Canada s 150th anniversary of Confederation. These events and the activities around them will emphasize and promote Canadian history, and emphasize the role these events continue to play in Canada s national life. Projects include temporary exhibitions, travelling exhibitions, and related activities as well as a potential for partnerships and fundraising initiatives. Contributed Revenues The corporation has been developing a core group of funding supporters with interest in its programs and activities. Their contributions have aided programming for children and youth, and have helped acquire important artifacts. However, donations, sponsorships and fundraising are subject to the vagaries of the regional and national economies, and continue to be impacted by the lingering effects of the 2008 economic downturn. The corporation also faces stiff competition for philanthropic giving, particularly from universities, hospitals and other institutions in Ottawa-Gatineau. Sponsorships, partnerships, fundraising and philanthropy help raise public awareness. They provide an opportunity to engage new audiences, community and business leaders, and are an opportunity for temporary exhibitions, collections, conservation, education and public support. The corporation s new Five-Year Fundraising Plan, continues to focus on increasing private sector support in four areas: Major Giving, Annual Giving, Sponsorship and Planned Giving. The corporation has developed a new Fundraising Campaign for the Canadian History Hall project; it also aims to increase its reach across the country through such key activities as: The First World War Campaign; Canada s 150th anniversary of Confederation; Direct Mail Campaigns; Increased efforts to seek out prospective donors and partners. The National Collection Fund was launched in 2006 to assist in the acquisition of artifacts. The Museum will continue to evaluate its commitment to the National Collection Fund in order to demonstrate the value and relevance of fundraising, and to grow the collections for Canadians and future generations. However, there may be a requirement, on occasion, to seek Government assistance to acquire exceptionally rare and important artifacts of national significance. OUTREACH The corporation continues to expand national and international access to its exhibitions, collections and professional expertise. Over the years, it has been challenged with expanding visitor reach and presence across Canada. The recently established Engagement Strategy is designed to engage Canadians coast to coast. SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 33

34 Temporary exhibitions provide an opportunity for national and international museums to present their history and culture to Canadians; they also pave the way to building relationships and partnerships. The former 7,500 square foot Canadian Postal Museum has been transformed into a temporary exhibition space dedicated to Canadian history. This repurposed exhibition space is used for in-depth presentations on specific subjects and to provide opportunities to present exhibitions from museums across Canada such as exhibitions like Moving with the River, Duplessis Gives to His Province The Political Marketing of the Union Nationale and Terry Fox Running to the Heart of Canada. This new exhibition space presents an excellent source of networking and presenting exhibitions from our fellow Canadian colleagues. The ultimate goal of the Network is to enhance public understanding of Canadian history from both a national and regional perspective, and to foster a common sense of identity throughout the country. The Canadian Museum of History has taken an active role in organizing and leading the Network. In order to provide the greatest level of partnering amongst institutions, three levels of partnership categories have been created in order to provide the broadest range of partnering amongst institutions: museums with similar capacity, affiliate museums and federal partners. This allows for a greater amount of institutions to be part of the Network, without providing the same services, artifacts and expertise. The funding and responsibility for the Virtual Museum of Canada and the Online Work of Canadian Museum of History, IMG Dm SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 34

35 Reference has been transferred to the Canadian Museum of History. The arrival of the Virtual Museum of Canada is perfectly in line with the Museum s new mandate, which includes broadening its focus by presenting Canadian history in greater detail. This online resource will help the Museum in its mission to raise the profile of Canadian history and culture on the national and international stage. HUMAN RESOURCES The corporation continues to have proactive labour relations with the unions the Public Services Alliance of Canada (PSAC) and the Professional Institute of the Public Service of Canada (PIPSC) to address and resolve issues of concern, and to maintain a meaningful, professional and positive work climate. The corporation successfully negotiated a new collective agreement with the PIPSC in The corporation also signed a three-year collective agreement with PSAC in the summer of 2013 with the same parameters. for cooperation and communication. The Strategy is oriented around 3 main themes: Meaning and Memory; First Peoples; Compromise and Conflict. Together these themes establish strategic direction and priorities, as well as objectives and selected examples of measurable outcomes. INDIGENOUS COMMUNITIES The corporation practices respectful, open discourse and appropriate consultation on matters of interest to Indigenous Communities, including repatriation. This provides an opportunity to review the collections associated with the communities, perform ceremonies such as smudging, discuss methods of care with collections staff, and share information. RESEARCH AND COLLECTIONS It is through research and collections that visitors understand significant events, people, experiences, and objects that reflect and have shaped Canada s history. Research provides the essential basis for collecting and preserving the national collections. It helps interpret them to Canadians, spreading knowledge and stimulating discussion of a shared past. The Museums research approach adheres to the following broad principles: accountability, relevance, inclusiveness and credibility. The renewed focus on Canadian history, the new Five-Year Fundraising Plan and the Research Strategy will focus research and collections activities at the Museums. The Research Strategy is the first joint strategy produced between the Canadian Museum of History and the Canadian War Museum. It will affect all museums offerings and core activities. This initiative will focus and coordinate research activities at both Museums over a ten-year period. It will guide and orient subjects and types of material studied, collected and disseminated, and will act as principal vehicle INFORMATION AND KNOWLEDGE MANAGEMENT The Virtual Museum of Canada and the Online Works of Reference are an opportunity for the Museum to promote and highlight Canadian History on a web base. Attracting thousands of visitors each year, these websites represent another component to review and evaluate. Canadian War Museum, CWM Dm SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 35

36 Drawings by gsm, Canadian Museum of History THE CANADIAN HISTORY HALL The construction of a new Canadian History Hall is an exciting opportunity and, at the same time, a complex challenge, involving the planning, design and construction of an entirely new 44,000 square foot gallery and replacing the Canada Hall and Face to Face: The Canadian Personalities Hall. Under its new mandate, the Museum s exhibitions and programming will tell the story of Canada and its people more comprehensively, inclusively and candidly than ever before. It will do so by focusing greater attention on the people, events and experiences that have shaped our country s development, define the Canadian experience and underpin our national identity. The corporation will also continue to present special exhibitions exploring world history and cultures, and permanent exhibitions illuminating the historical achievements and continuing contributions of Canada s First Peoples. The total budget of the Canadian History Hall is $30 million. The Government of Canada has generously pledged a one-time investment of $25 million towards its planning, design and construction. The Museum is now turning to the private sector to raise the remaining $5 million. THE CANADIAN HISTORY HALL As a permanent representation of the Museum s new mandate and rebranding, the Canadian History Hall will comprise close to 44,000 square SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 36

37 feet of permanent exhibitions, based on the best scholarly research, the Museum s extensive National Collection, and partnerships with other institutions. It will unfold in stages over the next three years, and will be completed in time for Canada s celebration of 150th anniversary of Confederation. The Canadian History Hall will convey to all Canadians and to the world the story of Canada, from the end of the last Ice Age to the present day. It will answer the questions: Who are Canadians? Where do they come from? Where are they going? Museum staff, led by the Canadian History Hall Core Team, has developed a storyline to guide the design and development of the permanent exhibitions themselves, as well as the attendant programs, websites and other museum offerings. Over the next two years, the Canadian History Hall will be an important factor in defining the Museum s collecting policy, partnership arrangements, and strategic planning. In 2017, half of the permanent space in the Canadian Museum of History two of four floors will become the most comprehensive exhibition on Canadian history ever developed. The Canadian History Hall, formerly the Canada Hall and Face to Face: The Canadian Personalities Hall will encompass 12,000 years of history, from the arrival of the first humans to the present day. The Canadian History Hall will touch on every facet of Canadian human activity: the arts and letters, sports and recreation, business and labour, spiritual beliefs, economics, and politics. It will convey to all Canadians and to the world the story of Canada, through a narrative and national history that covers the events and personalities that have shaped our country. ADVISORY COMMITTEES Advisory Committees were created with external expertise from various parts of the country with various backgrounds and areas of expertise. These Advisory Committees assisted the curatorial staff with research and content for the new Canadian History Hall. Initially, the corporation created 6 Advisory Committees: General Committee, Canadian Museum of History, , IMG Canadian Museum of History, RARE N 6546 Q8 R , IMG Canadian Museum of History, NMH III-M-10, IMG Dm SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 37

38 Canadian Museum of History, , IMG Dm Canada until 1867, Canada from 1867 to 1945, Canada from 1945 until present, Aboriginal Committee and Women s History Committee. These Advisory Committees were crucial to the creation of the new Hall and to staff in moving forward with the project. There are now two Advisory Committees: General Committee and the Aboriginal Committee. These two Advisory Committees will continue to work closely with museum staff to ensure cohesion with content and themes for the galleries. The Advisory Committees will be reviewed as the project advances. TEMPORARY EXHIBITIONS Adjoining the Canadian History Hall will be 4,300 square feet (formerly the Canadian Postal Museum) of new gallery space dedicated to presenting exhibitions from the Network of history museums from across the country. Led by the Canadian Museum of History, this Network facilitates the sharing of exhibitions, artifacts and expertise, with the goal of fostering a common sense of identity from both national and regional perspectives. As of October 31, 2014, there are 18 museum members, five affiliate museums and five federal partners. The Network remains open and continues to grow. These new galleries will complement the existing Grand Hall and First Peoples Hall, ensuring that the Museum s focus on the history and ongoing contributions of Canada s Aboriginal Peoples does not diminish. The Museum will also continue to present international exhibitions from museums around the world, and the popular Canadian Children s Museum will not be affected by this change. PUBLIC CONSULTATIONS Following the mandate change, the Museum launched the My History Museum public engagement project on October 16, 2012, to learn more about how Canadians think about history and what about Canadian history matters to them, through a public engagement process with the following objectives: To promote the Canadian Museum of History s commitment to engaging with all Canadians; To find out from Canadians how the Museum can be meaningful to all, no matter where they live in the country; To find out which are the most important historical events, periods, movements, objects, stories, changes and personalities that diverse Canadians feel have shaped our country. Canadians across the country were asked to reflect on the questions: If you were planning a Canadian history museum, what would you put in it? How would you connect with Canadians everywhere? Every effort was made to ensure there was balanced representation from diverse linguistic and cultural backgrounds. In order to appeal and motivate as many people as possible, there were six types of engagement: Interactive website; Surveys; Panel and roundtable discussions; Private group meetings; In-person interactive kiosk activities; Public opinion survey. From October 16, 2012, to February 28, 2013, more than 24,000 people participated in the My History Museum project. The result was a report that clearly documents the passion and interest that Canadians have in Canadian history and information that is invaluable to Museum staff as they continue to carry out the plans and design for the new Canadian History Hall. The challenge remains to present an exhibition that will live up to the expectations raised during the consultations. SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 38

39 4REPORTING FRAMEWORK AND PERFORMANCE MEASUREMENT REPORTING SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 39

40 Canadian War Museum, CWM Dm SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 40

41 OVERVIEW This section provides details on the Performance Measurement Framework, which reflects the analysis contained in Section 3, Strategic Issues and is based on the Program Alignment Architecture and the Strategic Directions established by the Board of Trustees. The corporation aligns its plans, activities, performance goals, expenditures and reporting with the mandate established by Parliament and the Strategic Directions set by the Board of Trustees. Since implementing its Performance Measurement Framework in 2011, performance measurement has become integral to planning and reporting in quarterly reports to the Board of Trustees, the Corporate Plan Summary and the Annual Report. This planning period presents a unique reporting challenge. In April 2014, the Board of Trustees developed new Strategic Directions to better reflect the corporation s new mandate and guide the corporation s activities and programs during the transition to the Canadian Museum of History. However, results, targets and performance highlights for and must necessarily be reported within the context of the 2009 Strategic Directions: Bringing the Museums to Canadians. Museological Excellence and Relevance. Focus on Results. Funding and Fundraising. New targets and performance indicators for the remainder of the planning period will be developed in the fiscal year. The Museums have identified key projects and performance highlights for the remainder of the planning period from For the purposes of this Corporate Plan Summary, this section will be separated into two segments. 1. Results and Performance Highlights for and assessed against the Strategic Directions developed by the Board of Trustees in This segment includes: Expected Outcomes and Strategies for the Planning Period. Performance Measurement Framework and Reporting: Results and Performance Targets; Performance Highlights ; Performance Highlights Goals for High level priorities and key projects for the planning period. Canadian War Museum, Combo Jeep2_fin The corporation finalized a new Performance Measurement Framework with revised performance indicators in early , for implementation in the same year. The next Corporate Plan Summary will contain a revised Performance Measurement Framework, and the associated performance indicators and targets that reflect the new 2014 Strategic Directions. SUMMARY OF THE CORPORATE PLAN OF THE CANADIAN MUSEUM OF HISTORY 41